Performance Management Andrea Guzman, Jocelyne Pena, Yesenia Santos, Perla Carretero

Who has ever felt that their gender has played a role in their performance evaluation?

London Business School “When Accomplishments come back to haunt you: the negative effect of competence signals on women’s performance evaluations” M. Ena Inesi London Business School Daniel M. Cable Perla

Terminology Competence signals: what is used by employers to decide whom to hire, such as, educational attainment, job level, and past job accomplishments SDO: Social Dominance Orientation; one’s degree of preference for inequality among social groups Perla Too wordy , and is a widely used social psychological scale

Purpose Do strong competence signals help a woman obtain the job she applies for or will it hurt her performance evaluations in the future? Perla Question Do they help or hurt

Hypothesis Sub Competence Signals Performance Evaluation Subordinate ` Gender, Evaluator Gender, & SDO This hypothesis is for study 2, which is the study that I focused on The effect of subordinate competence signal (educational attainment) on performance evaluations, shown under different conditions of subordinate gender, and evaluator social dominance orientation

Research Design and Method Online Study; 271 college-educated participants 2 x 2 x2 hierarchical multiple regression Subordinate competence signal: weak vs. strong Subordinate gender Evaluator gender Perla 108 were male All living in the U.S. Average age was 35 years old Weak: HS Education Strong: College education

Figure 2

Results The only time that the predictions showed significance was when female subordinates were evaluated by a high SDO male Perla This result showed how strong competence signal females are not a threat to general hierarchy, but to a gender hierarchy Explain the lines For some conditions, evaluations go up higher as education gets higher High SDO associated with penalizing higher education

Take-Home Message Identifying SDO Further training to evaluators to assist in the reduction of bias evaluations Reviewability Perla

Have any of you fallen victim to envy in the workplace due to being high performer? Andrea

Victimization of High Performers: The Roles of Envy and Work Group Identification. By: Eugene Kim Scheller College of Business, Georgia Institute of Technology; Theresa M. Glomb Carlson School of Management, University of Minnesota Andrea

Terminology Victimization: The action of singling someone out for cruel or unjust treatment Envy Task Performance Andrea

Purpose Examine envy as victimization of high performers at work and work group identification as a moderator. Andrea

HYPOTHESIS High Task Performance can lead to victimization at work DUE TO ENVY AND IT can be moderated by Work Group Identification Andrea

Research Design and Method 4,874 employees in 339 work groups 67% respondents were women 12 years tenure, 44 years old average Measures of Victimization: Assessed using 8-item Victimization scale 5-point scale Measures of Task Performance: 4-item task performance scale 11-point scale Measures: self-rated using task performance scale Andrea

FIGURE Andrea

Results → High performers experience more victimization from their coworkers only when there is low work group identification Andrea

Take-Home Message → Improve the sense of group identification by implementing the low group identification and making them feel more welcomed, team- building, and make them feel more similar than different. By improving work socialization, by identifying more similarities instead of differences. Andrea

Jocelyne

Was there ever a time you felt that your gender imposed a limitation to any rewards at work (pay increase, bonus, etc.)? Jocelyne

Terminology Occupational Prestige - consensual rating of an occupational category with respect to its worthiness, based on several socioeconomic factors Calibration Meetings - provide a forum for discussing the individual performance of team members with the goal of making sure that managers apply similar standards across all employees 1. Other wise known as: performance appraisal 2. Socioeconomic factors: education, income levels 3. Typically higher for jobs that are characterized by greater discretion and autonomy Jocelyne

Purpose The purpose of this study is to identify the linkage between performance evaluations and rewards Sex differences in organizations “What” the work is “Where” the work is being done Jocelyne

Framework Visual Jocelyne

Results There were no significant sex differences in performance evaluations Organizational rewards: results indicated that men received significantly higher pay and promotions than women Sex differences in rewards were 14 times larger than sex differences in performance evaluations Organizational rewards - men received significantly higher pay and promotions than women 2. No significant relationship between occupational prestige and sex differences HOWEVER, as sex differences in organizational rewards increased with occupational prestige 3. There were significant negative relationships between the representation of women at higher levels within industry and and performance evaluation differences as well as reward differences 4. Job complexity had a positive effect on sex differences in performance evaluations and rewards - results indicated that men received higher performance evaluations as job complexity increased 5. Results indicated that performance evaluations did not appear to mediate the effects of sex on organizational rewards. Sex differences in rewards remained significant after partialling out the effects of performance evaluations Jocelyne

Take Home Message Accountability structures be built into reward allocation Neutral third party observers or advisors Educate management and your employees and encourage diversity applicant referrals “Calibration meetings” should be a process when starting the performance evaluation process Jocelyne

Terminology Managerial Coaching: process of feedback provision, behavioral modeling, and goal setting with subordinates Coaching Skill: proficiency with which managers engage in the coaching Coaching Frequency: number of coaching interactions Managerial Coaching: a process of feedback provision, behavioral modeling, and goal setting with subordinates to improve their performance and address their personal challenges. Coaching Skill: the proficiency with which managers engage in the coaching behaviors of feedback provisions, behavioral modeling, and goal setting. Coaching Frequency: the number of coaching interactions that a manager holds with his or her subordinates.

Purpose Examine the impact of coaching and measure coaching skill and frequency on performance

Method Research Context: Collected data from the U.S. affiliate of a global pharmaceuticals company over several points between January and December 2011 Participants: 1,246 Sales representatives 136 District managers

Measures Coaching skill eight -item proprietary measure that assess the district manager’s coaching skill in terms of feedback delivery, behavioral modeling, and goal setting behaviors. Coaching frequency The number of visits that the district manager completed with each sales representative during 12 month period Give ex on coaching skill the 3 on article Coaching skill eight -item proprietary measure that assess the district manager’s coaching skill in terms of feedback delivery, behavioral modeling, and goal setting behaviors. Team role clarity Sales representatives were surveyed concerning their perceptions of role clarity Coaching frequency The number of visits that the district manager completed with each sales representative during 12 month period

Results Coaching skill had a significant, positive effect on representatives sales goal attainment Coaching frequency had no impact on goal attainment when the manager was a highly skilled coach Only when the coach is highly skilled coaching skill and coaching frequency Hypoth 1b and 2

Take Home Message Human Resources should help managers develop high quality coaching skills The quality of the coaching for performance management is more important than the frequency

Group Take Home Message Reduce biases and other performance management inefficiencies/ineffectiveness through further training for evaluators Coaching issue: improve skill for lousy coaches; evaluators should focus directly on employee's direct performance not directly focusing only on their competence signals Reviewability of performance evaluations and auditing of compensation decisions across all levels HR professionals should help managers develop high quality coaching skills since high performers may experience envy, but it can be an issue particularly for women because of their competency signals